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Lean techniques for Lean Enterprise

By on April 2, 2012 in General, Lean Six Sigma, Uncategorized

There is a long list of techniques that characterise the flow, pull and perfection parts of the Lean idea .

Notice how must time is always given to ‘Quick Changeover’; this is important since whilst things are stopped, the value stream is not flowing

Notice also that there isn’t any “Do this!”,  rather what we learn are techniques to improve the flow of value streams .

If you can’t flow then pull is the next step .

And you can not do it all at once, so every improvement is a step on the way to perfection, but you never get there .

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Lean Six Sigma projects and training we often aim at increasing the productivity

By on March 29, 2012 in Lean Six Sigma, Uncategorized

The Lean Six Sigma approach ; is this just a ploy to get employees to work harder for lower wages?

No. Through Lean Six Sigma projects and training we often aim at increasing the productivity of the labour force, productivity is an important contributor to how fast workers’ incomes improve. Productivity growth allows real wages to increase by lowering prices, leading to real improvements to our standard of living. The drivers for Lean Transformation is to make make more with the same.
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Lean Transformation and ICT

By on March 21, 2012 in Lean Six Sigma, Uncategorized

Lean IT is the extension of lean production and lean office principles to the development and management of info tech (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.

Although lean principles are generally well established and have broad applicability, their extension from manufacturing to IT is only just emerging.Indeed, Lean IT poses significant challenges for practitioners while raising the promise of no less significant benefits. And whereas Lean IT initiatives can be limited in scope and deliver results quickly, implementing Lean IT is a continuing and long-term process that may take years before lean principles become intrinsic to an company’s culture.

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Role of a Lean Six Sigma Master Black Belt

By on March 19, 2012 in Lean Six Sigma, Uncategorized

Role of a Lean Six Sigma Master Black Belt

  • Training, mentoring and coaching everyone in the organization who is involved in Six Sigma.
  • Raising the level of organizational competency with respect to Six Sigma.
  • Being the highest level of technical expertise regarding Six Sigma in the organization.
  • Developing and conducting training sessions.
  • Transferring lessons learned.
  • Assisting upper management to drive change.
  • Leading large and complex projects.
  • Fostering an organizational culture of continuous improvement.

 Who should attend?

      • The Six Sigma Master Black Belt program is intended for outstanding individuals who have the aptitude and desire to master the complexities of the training program and fulfill the role of the Master Black Belt.

Course Prerequisites

Candidates for the Lean Six Sigma Master Black Belt certificate must be previously certified as a Lean Six Sigma Black Belt prior to enrolling for this course, or must complete the Key Performance Lean Six Sigma Black Belt training program prior to enrolling in this course.  Candidates should have college level math skills and are required to utilize statistical analysis software.

Candidates must have been certified as a Black Belt for at least six months and must have completed at least two projects as a certified Black Belt prior to enrolling in the Master Black Belt program.

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Lean Six Sigma toolkit with KanBan?

By on March 12, 2012 in Lean Six Sigma, Uncategorized

Kanban Definition, very usefull Lean Tool

  • A communication system used to signal starting work on the work items in processes – Kanban is Japanese for card or signal

Concept

  • The Kanban signal contains the specific information required to authorise the commencement of work and comes from the next step in the process; without the signal, no work is started

This means that the customer pulls the item through the entire value chain

Nothing is supplied until it is needed by the next process step (JIT)

This means all the links in the value chain have to be very, very close

Examples of Kanban mechanisms

  • Cards, faxes
  • Bins
  • Defined Floor Location
  • Call Light
  • Electronic Signal (email, EDI, RF, Bar Code Reader)
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Lean Six Sigma and the European economy long term.

By on March 7, 2012 in Lean Six Sigma, Uncategorized

Measurements for Lean Six Sigma project dealing with FTE’s; i.e. labour productivity is measured as real output per hour worked. Multifactor productivity, a broader measure of efficiency, is measured as real output per unit of combined inputs (capital, labour, etc). In essence, this is the efficiency of all or your factors of production.

Progress in productivity constitutes a significant source of increased standard of living. In the long run, increases in real hourly earnings are tied to productivity gains. The European economy has been able to produce more goods and services over time, not by requiring a proportional increase of resources such as labour, but by making production more efficient. The overall performance of any company, operating in any industry, is comprised of at least seven key criteria:

  • effectiveness
  • efficiency
  • innovation
  • productivity
  • profitability
  • quality
  • quality of work life
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Lean and Value Streams.

By on February 23, 2012 in Lean Six Sigma, Uncategorized

The key to Lead Time & Waste (Lean) is thinking about Value Add form a customer perspective.

  • This leads us to think in terms of categories for all other activity; either it is Value Add or it isn’t.
  • If it isn’t then it is something we have to do to “enable” Value Add (like deal with regulators) or it’s waste.
  • Waste comes in many different forms and the 7 wastes shown here are usually found in all operations.

But there are other forms of waste which we also should be aware of particularly the waste of human potential.

Once we understand the value add we then think in terms of ‘streams’ of value (a type of process mapping) and we think in terms of ‘families’ of products/services that have the same value streams.

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Translating Customer Needs into Key Process Measures

By on February 6, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Listening to the Voice of the Customer.

Do we really know the answer to these questions?

  1. How does the customer view my process?
  2. When it starts for them?
  3. When it is finished?
  4. What is the customer looking for when measuring the performance of my process ?
  5. How well does my process meet the customer’s expectation of what constitutes value ‘in their eyes’?

We must first understand who the Customer actually is.  We should then define how to listen to the Customer when he is expressing his opinions about the quality of our products or services.  There may already be an established process within your business to extract this valuable information on an ongoing basis (Market Research), however, it may also be the case that the business does not capture such information in a coherent and usable format.  This is often the case with internal customers.  Therefore, specific techniques and deeper analysis is required to understand what the customers requirements for the process output actually are.

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Lean Six Sigma , labour and productivity

By on January 17, 2011 in Lean Six Sigma, Uncategorized

What is the difference between labour and multifactor productivity?

Labour productivity is measured as real output per hour worked. Multifactor productivity, a broader measure of efficiency, is measured as real output per unit of combined inputs (capital, labour, etc). In essence, this is the efficiency of all or your factors of production.

Progress in productivity constitutes a significant source of increased standard of living. In the long run, increases in real hourly earnings are tied to productivity gains. The European economy has been able to produce more goods and services over time, not by requiring a proportional increase of resources such as labour, but by making production more efficient. The overall performance of any company, operating in any industry, is comprised of at least seven key criteria:

  • effectiveness
  • efficiency
  • innovation
  • productivity
  • profitability
  • quality
  • quality of work life
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